We want to have a conservative financial position measured by asset quality, accounting policies, capital levels, and diversity of revenue sources. We want to disperse risk by geography product type. We want such a strong balance sheet
The key to the bottom line is the top line. The key to consistent profit growth is sustainable revenue growth — sustainable because it results from our ability to satisfy our customers’ needs. If we had to select only one goal, it would be revenue growth. It’s the most important measure of service, sales and customer satisfaction. It’s the vote our customers cast every day with their pocketbooks. When they rave about our products and service, they’ll give us more of their business, increasing revenue. They’ll refer new customers to us. They’ll stay with us for life.
We can’t control the economy, the markets or world events. We focus on what we can control and what we can sustain long term: our core performance, our revenue growth. That’s our goal whether the road’s bumpy or smooth. Whether unemployment is high or low. Whether the economy’s growing or contracting. What we can influence is our team members’ desire to serve customers — that’s what propels our revenue growth.
We want all our brand partners, associates and customers to be smart and sensible about their eating habits and nutritionally literate — the gateway to healthy living.
We want our customers to be successful, whatever their goals may be.
We want to work with our customers to help them be personally accountable for their own wellbeing.
Our stock should be among the best performers in any industry.
If we do what’s right for our team members, brand partners, customers and communities, then — and only then — will our shareholders see us as a great investment. We want to be a leader in our industry in growth in revenue and profitability.
An outstanding reputation cannot be bought or manipulated. It has to be earned over decades by ethical, customer-centered behavior. Our vision and our values come first, not our reputation. Our reputation extends from our character, not the other way around. We should want to do something or not do something based first on whether it’s right for our customers not for how it will affect our reputation. If it’s good for our customers, it will be good for our reputation.
Our responsibility goes far beyond offering healthy snacks and beverages. We need to build strategies, programs and products to integrate social and environmental responsibility into our business practices, operations and culture. Our goal is to be known as one of the best in corporate America in these four areas: